Purpose: The aim of the paper was the identification of 4.0 competences that should be characterized by logistics workers in the era of the fourth industrial revolution. Design/methodology/approach: First step was the desk research analysis of source material (monographic studies, publications and reports). The second step were primary (fragmentary) explanatory, descriptive and explanatory, focused on the implementation of one research goal. The method used in the course of the study was the "user-centric" CAWI (Computer Assisted Web Interview). Findings: Technologization and robotization require from employees to acquire new digital competences. Studies show that logistics workers are aware of the needed change. There is a need to acquire competences 4.0 which can consist of cognitive, informative and technical competences. Research limitations/implications: The main limitation of the research was the availability of employees in logistics companies and the precise division of enterprises in which the respondents were employed. In the available statistical summaries and address databases, there is no division taking into account the place of logistics as an element of business activities in enterprises. Practical implications: Research can be also a signpost for employers of what kind of competences should be developed in the future in the face of upcoming economy 5.0 and society 5.0. Originality/value: The article can be a road-map for sustainable digital transformation taking into account not only machines but also human beings. Keywords: digitization, competences 4.0, sustainable economy, logistics.

Objective: The implementation of mechanisms stimulating marketization of the public sector is an elementary assumption of a modern public management system. The main goals of these processes are to increase efficiency, reduce bureaucracy, create a platform for cooperation between public and private entities, and extend decentralization. The set of rules practiced in modern local governments increasingly resembles a private enterprise managed by efficient managers. The traditional approach, which was only the administration process itself, is being replaced by a focus on economy, efficiency, quality, and effectiveness.Methodology: The material was created based on the qualitative method in the form of secondary analysis of literature data. At the same time, it provides the theoretical background for conducted empirical research on changing the management system in public administration. The effect of further research explorations will be another material presented in the form of a research reportValue Added: The New Public Management (NPM) concept is based on changing the orientation of management of public organizations consisting in ceasing to apply the approach focusing only on procedures and rules of conduct related to expenditure, and implementing rules based on the analysis of the results related to expenditure incurred, adopting strategic orientation and introducing market mechanism for the process of providing public services (Zalewski, 2006, p. 74). The purpose of the article is to describe the New Public Management model, the implementation of which helps public institutions to respond to challenges posed by external and internal stakeholders.Findings: The article presents the thesis that changes in public administration require the transformation of a management system characterized by entrepreneurship, the use of different business-oriented strategies for implementing effective actions.Recommendations: The idea of New Public Management is to replace the bureaucratic administrative management model and to introduce a managerial model, i.e. the application in the public sector of the principles and solutions of management systems known and used in the business sector (Alford & Huges, 2008, pp. 130–148). This is caused by the increase in citizens’ expectations regarding the increase in the quality of service provision, while at the same time unwilling to raise taxes. To achieve this goal, NPM has introduced certain assumptions to help in effective management (Templatka, n.d.).

In recent years research organization more confident take into account cultural elements designed to maintain order and harmony in the entities. The company's success is built on the basis of a certain level of employee engagement, which affects the efficiency of the organization. However, to be able to speak about the effectiveness of the organization should be aware of how to build or stimulate. The article is an attempt to answer the question of how culture can play a significant role in shaping the efficiency of the organization.

Nowoczesne organizacje coraz częściej poszukują alternatywnych źródeł budowania przewagi konkurencyjnej. Jedną ze zmiennych wspierających budowanie sukcesu jest proces innowacyjny oraz innowacyjność. Zdolność do kreowania i tworzenia innowacji zależy od wielu czynników-zarówno twardych, jak i miękkich. Celem artykułu jest zwrócenie uwagi na wymiar uwarunkowań społeczno-kulturowych w organizacji, które umożliwiają tworzenie innowacji, a ta jest produktem ludzkiej wyobraźni i umysłu. Materiał powstał na podstawie studiów literaturowych.

STRESZCZENIEWe współczesnych przedsiębiorstwach kluczowe znaczenie dla budowania przewagi konkurencyjnej ma wykorzystywanie wiedzy jako strategicznego dobra organizacyjnego. Zmiana w tym obszarze wpływa na konieczność przeobrażeń systemu zarządzania. Wiedza, która ma oddziaływać na efektywność i skuteczność działania organizacji, musi zostać pozyskana i odpowiednio zgromadzona w pamięci organizacyjnej. Właśnie w tym celu coraz częściej wykorzystuje się nowoczesne technologie ICT (Telecommunication Information Technology) wspierające proces kodyfi kacji wiedzy spersonalizowanej, prowadząc przedsię-biorstwa do budowania przewagi konkurencyjnej.Słowa kluczowe: zarządzanie wiedzą, organizacja, systemy informatyczne * Adres